Sentences with phrase «selling to customer needs»

Prospecting Skills, Meeting Sales Goals, Motivation for Sales, Selling to Customer Needs, Client Relationships, People Skills, Product Knowledge, General Math Skills, Organization, Dependability, Statistical Analysis

Closing Skills, Motivation for Sales, Prospecting Skills, Sales Planning, Selling to Customer Needs, Territory Management, Market Knowledge, Presentation Skills, Energy Level, Meeting Sales Goals, Professionalism

Results Driven, Persistence, Time Management, Telephone Sales, Customer Service, Selling to Customer Needs, Prospecting Skills, Motivation for Sales, Handles Rejection, Professionalism, Product Knowledge

Meeting Sales Goals, Negotiation, Selling to Customer Needs, Motivation for Sales, Sales Planning, Building Relationships, Coaching, Managing Processes, Market Knowledge, Developing Budgets, Staffing

Motivation for Sales, Meeting Sales Goals, Negotiation, Selling to Customer Needs, Territory Management, Closing Skills, Prospecting Skills, Professionalism, Internal Communications, Listening, Communication Processes

Skills Meeting Sales Goals... Goals Motivation for Sales Selling to Customer Needs Financial Skills Documentation Skills Scheduling Telephone... light housekeeping, empty urinal catheter.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

He points out that many eyeglass stores keep the actual frames they sell up front, but under lock and key, meaning a staff member needs to assist a customer who wants to try a pair on.

You are what you sell, so we'll help you learn to match the needs and wants of your customers to the right goods and prices.

When Bertolini began to frame health in those terms, he tells me, he began to see Aetna's «journey» more clearly — understanding that it needed to transform from a company that «sells insurance in a warranty card» to one that says to its customers, «Let's figure out what's standing in the way of living the life you want to lead.

According to best - selling author and CEO of The Carter Group Brian Carter, you'll need to separate the naysayers from your real customers.

For a long time, the company struggled to sell customers on why they needed help building software.

Defining «long term» within any customer life cycle is tricky and depends on the company and the product or service you're trying to sell, but with any integrated marketing strategy is needs to start with the brand.

It must become continuous selling,» says Heerdegen, suggesting that salespeople need to have continued investment in an account after a deal is closed to ensure promises are kept, that the customer experience is seamless and that customer expectations are realistic.

You can grow without new products — AT&T sold essentially the same telephones for decades while becoming the world's largest telecommunications concern — but most small companies will find it difficult to grow at all, much less rapidly, without a constant stream of new products that meet customer needs.

You need to make retaining customers and building loyalty a top priority because every business — no matter the industry — has a better chance of selling to an existing customer than a new prospect.

You need all of your employees on site, speaking and selling to customers.

This made me sell smarter and reduced the need for me to cram in research about a customer before meeting them... because I already had this knowledge baked in.

That said, if businesses have the intention of selling customer data, they need to do thorough research on the buyers and brokers they choose to work with.

It also provides credit insurance to small companies in the U.S. who'd similarly like to sell to customers in other countries who might need more favorable purchasing terms than many small companies can offer.

«People come seeking investment but they haven't got any customers to prove that there's a need for what they're selling,» he says.

In cloud computing, companies sell computing, networking, and storage capacity on - demand to their customers, which negates the need for these customers to buy as much data center hardware as they once did.

«You need to let the customer know you're not there to sell or talk about the product,» Cardone says in this video.

RadioShack started looking for other opportunities to throw itself into, but rather than focus on improving itself with the offerings it already had, the company tried out new concepts with new stores to address customers» needs: Computer City to sell computers, Famous Brand Electronics for refurbished electronics, McDuff and Video Concepts for audio and video, Energy Express to sell batteries, and Incredible Universe, which showed a strong resemblance to Best Buy.

Need to sell your vision to customers?

As soon as you sell that first product, you need to provide outstanding customer support.

Since then, Wells has admitted it also sold car insurance to customers who didn't need it and improperly charged fees on some mortgage rate lock extensions.

And if you are going to be selling products on your website, then you are going to need an e-commerce management application to interact with customers.

An entrepreneur needs to solve customer pain, offer a compelling value proposition, sell, build, lead, and pursue a balanced life — but he also has to believe.

Selling is an ongoing process, and needs to be built into your company's DNA throughout the entire customer lifecycle — over and over again!

Do you try to sell your customers things they don't need?

Amanda MacArthur suggests big ideas for small businesses that want to make their customers feel special, and Shep Hyken wants you to ask yourself: «Is what I'm doing right now going to get the customer to come back the next time he or she needs whatever it is that I sell?»

This transposition of ends and means is often disastrous because methods, now geared to meeting the metric, are detached from customer purpose — so banks sell payment protection insurance to people who do not need it, or VW managers manipulate emissions readings to meet targets.

As marketers, we are classically trained to make sure that we meet customer needs when selling anything.

«I would suspect the «know your customer» they're doing on their ad purchasers is probably driven more by what information they need for internal business purposes and to best sell ads rather than to satisfy information requests from any third parties, such as the Federal Election Commission, the Department of Justice, etc..»

Insurance Agent Fraud: Sometimes insurance agents breach the trust and loyalty of their customers because of the lure of high commissions, causing them to over insure their clients, or sell high commission products they don't need, such as variable annuities.

For example, a technology startup selling virtual reality hardware may need a physical storefront to give customers a face - to - face demonstration of the product's complex features.

In the 1920's and 1930's it refers to the group of members firms that lend or borrow securities needed to cover the positions o customers who have sold short securities.

If our partners do not effectively market and sell our support subscription offerings and our professional services, choose to use greater efforts to market and sell their own products and services or those of our competitors, or fail to meet the needs of our customers, our ability to grow our business and sell our support subscription offerings and our professional services may be harmed.

Product centricity causes selling organizations to not only focus on the merits of their product but also to have prescribed views of existing customer and prospective buyer needs.

However the point is this: to be informed on where the there is actually means your company needs to be talking with existing customers and prospective buyers deeply outside of a marketing and selling context.

The answers to these questions are the psychographics of your customer base, and you need to know this information to truly understand who's buying what you're selling.

, if you are a Xapo customer you don't need to do anything, we will take care of the security of your bitcoins and we will make the new coin available for you to easily sell or withdraw from Xapo.

If you sell a product direct to a customer — in person or on the phone — you need to understand what their pain points are and position your product benefits against those pain points.

But Target sells everything from milk to stuffed animals to lawn furniture to electronics, so one of the company's primary goals is convincing customers that the only store they need is Target.

Most business owners hate it, but they accept that you need to learn how to sell in order to get customers.

In this model Facebook wouldn't need to sell customers» private information and still make money.

Anyway, I need to add that in order to lead customers to your website and generate earnings through affiliate links or sell your products, you should continually produce and market content and then you will again trade time for money.

Since then, EZTrader has been sold to new owners, owners that are keenly aware of how a binary options broker online needs to stay on top of its game at all times to attract and retain customers.

Entrepreneurs also need to have their sales pitch perfected and polished — ready to sell their products and win new customers.